Find out more, and answers to questions you may have about Future Directions for Homelessness.
Future Directions for Homelessness is a plan for reform, for the homelessness and domestic and family violence services sector to partner with each other and with the SA Housing Authority through an Alliance model to improve system-wide and client outcome.
We need a service system that works together sharing decisions and collective responsibility to achieve our common goal of services and supports for people that are easy to access, effective and joined up so we can best meet the needs of vulnerable South Australians.
The key aims of the reformed system are to:
- prevent people from becoming homeless
- people get the right support they need, when they need it
- people can be rapidly rehoused into safe, stable, and long term housing so they don’t cycle in and out of homelessness.
An Alliance is a contractual model enabling government and non-government parties to collectively deliver outcomes. Members of an Alliance work collaboratively knowing that the benefits in doing so are greater than those obtained by acting individually. This collective ownership of opportunities and responsibilities, together with shared decision making, creates a collaborative environment.
- collective ownership, responsibility and accountability
- best-for-outcomes decision making
- pooling of skills, assets and experience
- collective responses to external influences and risk
- transparent open-book access to financial, operational and performance data
- robust conversations and working through potential conflict to develop improved and unanimous decision making
- innovation and flexibility to evolve over time.
SA Housing Authority will work alongside service providers. SA Housing Authority will be represented on the Alliance Leadership Team for each Alliance, and representatives from the Authority’s executive and senior management group will be members of the Alliance System Steering Group.
No. Funding across the system will be maintained. The goal is to make sure the funding is being spent more efficiently and effectively at a whole of system level to provide better services to vulnerable South Australians. The SA Housing Authority is committed to actively and heavily investing in the alliances and the Authority’s general costs are funded separately.
The Authority is committed to working with the sector to support the transition and mobilisation of the Alliance. The Authority is conducting a substantial Alliance coaching and support program for the sector.
A series of three workshops (on 13 October, 27 October and 3 November) will give providers more information about the alliance model, and provide an opportunity to provide feedback. You can register your interest in attending here.
These workshops will cover topics such as:
- alliance model
- collaborative partnering behaviours
- forming an alliance
- tendering for an alliance
- alliance commercial model
- transitional arrangements.
Specialist homelessness services (SHS) will continue to manage crisis and transitional accommodation.
Longer term housing options are primarily provided through public housing, community housing and the private rental market. The Authority, as a part of the Alliance, provides the opportunity to better align longer term housing allocations with SHS support.
The role of alliances will be to develop links with local housing providers to secure accommodation for clients at the earliest possible time and where necessary, provide support and advocacy to assist clients to access and successfully maintain their accommodation.
The Adelaide Zero project and the COVID 19 response have demonstrated opportunities for linking highly vulnerable clients with social housing priority assessment and allocation processes.
Under the Alliance model, it is proposed that SA Housing Authority will contract four regional based Alliances (two metropolitan and two country) and a state-wide DFV service Alliance, consisting of consortia of providers.
The SA Housing Authority considered the demographic and service spread across the state, and how to build genuine partnerships that support a robust and innovative system. The four regional alliances represent a similar service and population spread. The four regional and state-wide DFV Alliances will deliver a range of coordinated services, supported by an Alliance System Steering Group. It is expected that each Alliance will be comprised of multiple service providers, including specialists.
The inner-city services are proposed to sit within the Southern Metro alliance, with the Alliance System Steering Group ensuring collective coordination of the inner-city homelessness system to ensure people experiencing homelessness in the city can be connected to a greater range of housing and support across metro and country regions to meet their individual needs. This coordination approach is supported by data from the Adelaide Zero Project (AZP) demonstrating that people sleeping rough in the Adelaide CBD often come from, or have strong links to, areas outside the CBD, and express a preference to be housed in other areas of South Australia.
The Domestic and Family Violence (DFV) services are connected tightly to other systems and are funded for other DFV responses under a state and national policy agenda, and building a consistent state-wide response that links with national pathways such as 1800RESPECT and the Men’s Referral Service supported the creation of a state-wide DFV alliance. The DFV alliance will be an integral part of the specialist homelessness services sector and participate in the Alliance System Steering Group along with the regional Alliances.
The contract for each Alliance will be between SA Housing Authority and the identified consortium members, each of which will be a signatory to the contract. The Alliance Lead Team (ALT) for each Alliance will comprise representatives from SA Housing Authority, and the identified consortium members. The ALT will be charged with making unanimous Alliance decisions on a best-for-outcomes basis.
The alliance governance structure will support decisions being made on a unanimous basis, ensuring all voices are heard. Alliances will not be separate legal entities, but there will be an alliance contract setting out binding obligations of all parties.
While most current contracts with homelessness and domestic and family violence services are due to expire at the end of June 2021, a small number of services have longer contract terms resulting from the early acceleration of some reform activity. In addition, it is proposed to extend a small number of unique contracts that are directly tied to an asset or do not align with any of the Allliances.
Whilst these services are out of scope of the first-round tendering process, it is expected that they will actively work alongside the Alliances to ensure that the broader specialist homeless system is working in a coordinated way.
A tender is scheduled to be released in late November or early December 2020 and remain open through January 2021. It will seek the submission of tenders from consortia to form Alliances for the provision of homelessness and domestic and family violence services from 1 July 2021.
A substantial alliance-readiness process has commenced with the Sector Briefings to assist the sector to understand the Alliance model and prepare for the upcoming consortium tendering process.
The Alliance contracts will be for up to six years, with an initial term of two years, from 1 July 2021 to 30 June 2023 to match current funding availability. SA Housing Authority will work with the other Alliance participants over the course of the initial term to secure extensions beyond the initial term (2 x 2 years).
Maintaining business as usual and service continuity for clients will be vital through the shift from individual programs to the Alliances, and the SA Housing Authority will support services to ensure this occurs.
There will be a period of transition and mobilisation from March 2021 to December 2021, to ensure services are well supported in moving to the Alliances and service continuity for clients.
Probity is the evidence of ethical behaviour and equitable treatment in government processes in particular in tender processes.
Probity is a key aspect of such processes to ensure that it is conducted with integrity, can withstand scrutiny. Probity is not a simple set of rules it is more about appropriate behaviours and attitudes.
The following Probity Principles will be applied:
- Conduct of an open and competitive tender process
- Fair and equitable treatment of all participants
- Impartiality and no bias to any participant
- Having a consistent and transparent tender process
- Maintenance of confidentiality
- Identification and management of any conflicts of interest
Collaboration is where 'two or more organisations work together to achieve something/goal”.
Collusion is where “there is an agreement between parties to act together secretly or illegally in order to deceive”.
In an Alliance tendering context, Collaboration is the coming together of sector participants to form Alliances to then bid for Services within a Region, or Statewide in the case of DFV. It is about being open with potential Alliance partners about the services your organisation can provide, your expertise and sharing ways or strategies to deliver the outcomes being sought.
An example is when organisations that previously may have competed or delivered similar services in either the same area or different locations come together in an Alliance (including the Authority) to provide those combined services across a wider area in a more cohesive way.
Collusion is an anti-competitive and illegal practice where organisations may look to undermine the tender process in order to gain an unfair advantage or discriminate against other sector participants.
Examples of Collusion are where:
- two or more organisations agree on how or who to bid for a particular Alliance to unfairly influence an outcome
- an organisation provides an incentive to another organisation not to participate in bidding for one or more Alliances
- organisations combine to deliberately and unfairly prevent another organisation from competing fairly
The tender process will be governed by the usual SA Government procurement practices and protocols and these will be applied to ensure a fair, equitable and open process is conducted.
All interested sector members will be invited to form consortia to tender in an open process and all responses received will be evaluated fairly without any bias or advantage to any participant.
All of the tender process including the conduct of interactive sessions and the evaluation will be observed by the independent probity adviser to ensure the process is conducted with integrity.
Further details will be outlined of the SA Government’s procurement practices and the proposed tender process in Sector Briefing 3 and in the tender documentation.
In the first place, it is expected that the integrity of all sector participants is such that this behaviour would not occur. Such behaviour would not only be unethical and dishonest it would breach probity principles of confidentiality, honesty and trust.
In addition, the tender documents expressly prohibit collusion and every consortium member must sign the non-collusion declaration forming part of the tender process.